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In recent years it has been noted that boundaries between public and private providers of many types of welfare have become blurred. This paper uses three dimensions of publicness to analyse this blurring of boundaries in relation to providers of healthcare in England. The authors find that, although most care is still funded and provided by the state, there are significant additional factors in respect of ownership and social control which indicate that many English healthcare providers are better understood as hybrids. Furthermore, the authors raise concerns about the possible deleterious effects of diminishing aspects of publicness on English healthcare. The most important of these is a decrease in accountability.

The right to data portability (RtDP), as outlined in the European Union's General Data Protection Regulation (GDPR), enables data subjects to transmit their data from one service to another. This is of particular interest in the evolving Internet of Things (IoT) environment. This research delivers the first empirical analysis detailing the exercisability of the RtDP in the context of consumer IoT devices and the information provided to users about exercising the right. In Study 1, we reviewed 160 privacy policies of IoT producers to understand the level of information provided to a data subject. In Study 2, we tested four widely available IoT systems to examine whether procedures are in place to enable users to exercise the RtDP. Both studies showcase how the RtDP is not yet exercisable in the IoT environment, risking consumers being unable to unlock the long-term benefits of IoT systems.

AbstractThe development and implementation of innovation by healthcare providers is understood as a multi‐determinant and multi‐level process. Theories at different analytical levels (i.e. micro and organisational) are needed to capture the processes that influence innovation by providers. This article combines a micro theory of innovation, actor‐network theory, with organisational level processes using the 'resource based view of the firm'. It examines the influence of, and interplay between, innovation‐seeking teams (micro) and underlying organisational capabilities (meso) during innovation processes. We used ethnographic methods to study service innovations in relation to ophthalmology services run by a specialist EnglishNHSTrust at multiple locations. Operational research techniques were used to support the ethnographic methods by mapping the care process in the existing and redesigned clinics. Deficiencies in organisational capabilities for supporting innovation were identified, including manager‐clinician relations and organisation‐wide resources. The article concludes that actor‐network theory can be combined with the resource‐based view to highlight the influence of organisational capabilities on the management of innovation. Equally, actor‐network theory helps to address the lack of theory in the resource‐based view on the micro practices of implementing change.

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